ELA Standards of Competence on the Supervisory/Operational Management Level

Transcription

1 ELA Standards of Competence on the Supervisory/Operational Management Level 2.0 Basic Supply Chain Concepts Explain the scope and role of component activities within the supply chain Map a supply chain identifying component activities Identify the source and characteristics of supply and demand Explain how supply chain management contributes to competitive advantage Identify how the supply chain activity contributes to sustainability Explain how MTS, ATO, MTO and ETO configurations work Determine the lead times within a supply chain Assess the barriers that hinder supply chain flows Identify how changes in supply and demand impact cost to serve Identify opportunities for trade-offs between supply chain activities Identify the key roles for information and IT within the supply chain 2.1 Core Management Skills Create, maintain and enhance effective working relationship Understand basic accounting Interpret business financial statements Contribute to the development of objectives by obtaining and presenting information Make recommendations for the improvement of operational effectiveness Obtain, evaluate and present supply chain information to other company departments Plan, organise and lead the work of team and individuals Contribute to the development of teams and individuals Implement a process for the monitoring of actual costs against a budget Contribute to the health and safety and security of the working environment Comply with relevant legislation and regulations Apply management tools, methods and techniques such as statistics and process management Contribute to the implementation of a change initiative Identify how different supply chain activities impact on each other Identify opportunities for functions to work differently together 2.2 Inventory Management Classify items by demand characteristics Identify major segments of inventory using ABC analysis Forecast demand using appropriate techniques for demand characteristics Set safety stock levels and stock trigger points and determine order quantities Audit stock levels and identify improvement opportunities Manage the use of IT support for inventory activities Utilise different inventory management systems Update, analyse, verify and reconcile inventory records Monitor inventory performance using appropriate measures Contribute to the provision of inventory resources Contribute to the performance and quality control of inventory operations

2 Contribute to development of plans and procedures for reverse logistics Contribute to the development and use of inventory management processes and procedures 2.3 Production Planning Evaluation of the production planning environment Agree production planning performance objectives Identify and aggregate demand for production Create, amend and monitor production plans Plan master production schedules Establish and maintain a Bill of Materials Create and review capacity plans Calculate material requirements and place supplier orders Audit material stock levels and identify improvement opportunities Manage the use of IT support for production planning activities Update, analyse, verify and reconcile material records Monitor production planning performance using appropriate measures Contribute to the provision of production planning resources Contribute to the performance and quality control of production planning operations Contribute to development of plans and procedures for reverse logistics Use of production planning processes and procedures 2.4 Sourcing and procurement Evaluate the sourcing environment Agree sourcing performance objectives Specify material and service requirements Identify sources of materials and services Prepare supply schedules and place orders on suppliers Manage quality control and inspection activities Monitor receipt operations activity Assess and improve supplier performance Manage the use of IT support for sourcing activities Monitor sourcing performance using appropriate measures Manage the provision of sourcing resources Contribute to the performance and quality control of sourcing operations Contribute to development of plans and procedures for reverse logistics Contribute to the development and use of sourcing processes and procedures 2.5 Transport Management Understand and monitor the transport environment Agree transport performance objectives Select mode of transport Manage transport scheduling operations Plan primary transport (trunking) operations to meet objectives Plan secondary transport (local delivery) operations to meet objectives Plan transhipment operations to meet transport objectives Manage transport loading and unloading operations Check goods are properly packed for transport Manage the maintenance of transport equipment

3 Manage the use of IT support for transport activities Monitor transport performance using appropriate measures Contribute to the provision of transport resources Contribute to the performance and quality control of transport operations Ensure the compliance with transport legislation Implement and apply plans and procedures for reverse logistics Implement and apply transport processes and procedures Manage intermodal/multi-modal transport 2.6 Warehouse Management Evaluate the warehouse environment Agree warehouse performance objectives Manage warehousing receiving operations Manage warehouse storing operations Manage warehouse order assembly and packing operations Manage warehouse despatching operations Manage the control of inventory within the warehouse Manage the use and care of warehouse equipment Manage the use of IT support for warehouse activities Monitor warehouse performance and control quality of warehouse operations Ensure compliance with warehouse legislation Contribute to development of plans and procedures for reverse logistics Contribute to the development and use of warehouse processes and procedures

4 ELA Standards of Competence on the Senior Management Level 3.0 Basic Supply Chain Concepts Map a supply chain identifying component activities Identify the source and characteristics of supply and demand Explain how supply chain management contributes to competitive advantage Identify how the supply chain activity contributes to sustainability Determine the financial impact of supply chain activity Explain how MTS, ATO, MTO and ETO configurations work Identify the existence of demand amplification and its impact Identify how changes in supply and demand impact cost to serve Identify opportunities for trade-offs between supply chain activities 3.1 Core Management Skills Organise the recruitment and selection of staff Create, maintain and enhance effective working relationship Plan, organise, direct and control the work of others Communicate in an effective manner Identify,plan, implement and manage change Prepare a business plan Interpret business financial statements Contribute to a budget and monitor costs against an operating plan Understand and accounting Set up and interpret performance indicators to assess business performance Design an appropriate organisational control structure Identify how different supply chain activities impact on each other Identify opportunities for functions to work differently together Manage the health and safety of the work environment Comply with relevant legislation and regulations Apply management tools, methods and techniques such as statistics, process management, modelling and quantitative methods Develop teams and individuals Manage projects Develop and implement plans to manage knowledge 3.2 Inventory Management Analyse inventory positioning within a network Analyse the performance and quality requirement for inventory Analyse the business requirement for inventory Evaluate the impact of environmental factors on inventory activity and formulate action plans Audit productive and non-productive inventory levels Select and implement forecasting systems Manage changes in the inventory requirements Select and implement inventory management systems

5 Manage inventory through a supply chain network Prepare resource plans for inventory including financing options Identify trade-off opportunities with other supply chain activities Develop inventory plans and proposals evaluating costs and added value Develop plans and procedures for reverse logistics Manage the inventory operations to comply with legislative and social responsibilities Select, implement and sustain IT support for inventory activity Establish, maintain and improve inventory performance management system Develop inventory processes and procedures Identify and select inventory service providers 3.3 Production Planning Identify sources of waste within production and plans to eliminate it Analyse the performance and quality requirement for production planning Analyse the business requirement for production planning Evaluate the impact of environmental factors on production activity Formulate action plans to respond to environmental factors Set up a production planning framework Create and manage a demand planning system Contribute to the sales and operations planning process Produce capacity requirement plans Prepare resource plans for production including financing options Identify trade-off opportunities with other supply chain activities Develop production plans and proposals evaluating costs and added value Develop plans and procedures for reverse logistics Manage the production operations to comply with legislative and social responsibilities Select, implement and sustain IT support for production planning activity Establish, maintain and improve production planning performance management system Develop production planning processes and procedures Identify and select production planning service providers 3.4 Sourcing and Procurement Analyse the performance and quality requirement for sourcing Analyse the business requirement for sourcing Evaluate the impact of environmental factors on sourcing activity Formulate action plans to respond to environmental factors Prepare sourcing plans Identify and evaluate sourcing options Assess and select new suppliers Assess and improve supplier performance Establish supplier agreements Select and implement supply management systems Create and manage collaborative supplier relationships Construct and manage supply control system Prepare resource plans for sourcing including financing options Identify trade-off opportunities with other supply chain activities Develop sourcing plans and proposals evaluating costs and added value Develop plans and procedures for reverse logistics

7 Identify opportunities to use new developments to improve supply chain flows Identify opportunities to collaborate with suppliers to improve supply chain flows Identify opportunities to collaborate with customers to improve supply chain flows Model supply chain networks as a holistic, flow-oriented system Devise tactical plans for the use of transport in the supply chain Devise tactical plans for the use of warehousing in the supply chain Devise tactical plans for the use of inventory in the supply chain Devise tactical plans for the use of sourcing in the supply chain Devise tactical plans* for the use of production in the supply chain Map the processes connected with supply chain activity Audit supply chain and interpret the findings Contribute to the creation of supply chain objectives Develop and document supply chain processes and procedures Establish, maintain and improve supply chain performance management systems Apply appropriate techniques to plan and model processes within the supply chain Apply appropriate techniques to plan and model inventory positioning within the supply chain Provide technical and professional advice on preparing programmes and projects to implement supply chain strategy

8 ELA Standards of Competence on the Strategic Management Level Core Management Skills Create, maintain and enhance effective working relationship Communicate in an effective manner Identify,plan, implement and manage change Prepare a business plan Interpret business financial statements Prepare a logistics budget and monitor activity against operating plan Set up and interpret performance indicators to assess business performance Design an appropriate organisational control structure Identify how different supply chain activities impact on each other Identify opportunities for functions to work differently together Comply with relevant legislation and regulations Apply management tools, methods and techniques such as statistics, process management, modelling and quantitative methods Develop teams and individuals Manage projects Develop and implement plans to manage knowledge Identify opportunities to use e-business/it integration to improve supply chain flows Identify opportunities to use ERP systems to improve supply chain flows Identify opportunities to use new developments to improve supply chain flows Identify opportunities to collaborate with suppliers to improve supply chain flows Identify opportunities to collaborate with customers to improve supply chain flows Model supply chain networks as a holistic, flow-oriented system Map the processes connected with supply chain activity Audit supply chain and interpret the findings Develop and document supply chain processes and procedures Establish, maintain and improve supply chain performance management systems Apply appropriate techniques to plan and model processes within the supply chain Apply appropriate techniques to plan and model inventory positioning within the supply chain 4.3 Business Strategy Provide assistance in the formulation of corporate strategic position Contribute to the evaluation and selection of corporate strategy Contribute to the implementation of corporate strategy Identify organisational logistics needs to support business strategy Agree priorities for developing the logistics activity Assess the impact of the economic principles of supply and demand Evaluate the structure of the market place Evaluate the usage of alternative costing and pricing methodologies Funding of infrastructure and resources Investigate and evaluate the provision of all kinds of infrastructure Conduct an economic appraisal and social cost-benefit analysis

EUROPEAN QUALIFICATION STANDARDS for LOGISTICS PROFESSIONALS Preface The European Logistics Association (ELA) introduced since 1998 a set of Standards in Logistics and Supply Chain Management, which form

Effective Critical Spare & Materials Cataloguing (3 days) This is an intensive course aimed at middle to senior management which looks at the entire process of spares management. It covers external and

PEARSON BTEC LEVEL 5 HND DIPLOMA IN BUSINESS MODULE SYNOPSIS 1. Business Environment The aim of this unit is to provide learners with an understanding of different organisations, the influence of stakeholders

LOGISTICS & SUPPLY CHAIN MANAGEMENT 1. Concepts of Logistics management The role of Logistics information systems and technology Logistics relevance to an organization and the economy Channels of distribution

SUPPLY CHAIN (SC) DRIVERS AND OBSTACLES Drivers of SC performance Facilities Inventory Transportation Information Sourcing Pricing The discussion here is mainly concerned with how these drivers are used

Chapter 1 THE ROLE OF PURCHASING IN THE VALUE CHAIN The role and importance of the purchasing and supply function in the value chain. The difference between concepts such as ordering, buying, purchasing,

MSc(Eng)-1 MSC(ENG) IN INDUSTRIAL ENGINEERING AND LOGISTICS MANAGEMENT [This syllabus is applicable to students admitted to the curriculum in the academic year 2014-2015 and thereafter.] The curriculum

eprocurement in South Africa November 2009 Content The Journey Business Requirements Solution Offering The Journey The Integrated Financial Management System IFMS project is the lead phase of a priority

DISTRIBUTOR PERFORMANCE EXCELLENCE IN CPG INDUSTRY A PRACTITIONER S VIEWPOINT INTRODUCTION For the success of any CPG company in the emerging markets, multi-tied distribution plays a vital role in ensuring

Overview This standard is about managing the receipt, storage, or dispatch of goods. This standard is for hospitality team leaders, first line managers or supervisors. The logistic chain from goods arriving,

APICS PRINCIPLES OF OPERATIONS MANAGEMENT TOPIC OUTLINE CONCEPTS AND APPLICATIONS About this Topic Outline This outline details the concepts and applications coved in all five of the APICS Principles of

Incorporating product life information in bar codes Bar codes are now available that incorporate product-life information. Although their roll-out is at an early stage, there are potential waste prevention

B122 Business Administration Supply Chain and Operations Management (MTCU name Business Administration --- Materials and Operations Management) Program Learning Outcomes Synopsis of the Vocational Learning

ERP Software for: MTO / ETO Manufacturers One Vision, One Mission, One Solution BREAKTHROUGH FLEXIBILITY Change is relentless. Resources are scarce. You have to do more with less. Your competition used

RMBC s Governance Framework for Significant Partnerships 1.0 Introduction 1.1 Corporate governance describes how organisations direct and control what they do. For a council, this includes how it relates

Appendix 1: Qualifying Service Subjects Services covering the following subjects may qualify for the Voucher Scheme. SERVICES THAT ARE NOT ELIGIBLE INCLUDE Consultancy Services Staff and Industry Training.

27 COST ACCOUNTING : AN INTRODUCTION After passing your senior secondary examination, if you set up a small manufacturing unit, say manufacturing of packing boxes, a problem will arise what price of each

MARKETING INFORMATION SYSTEMS AND THE SALES ORDER PROCESS Spring 2010 Fundamentals of Business Information Systems Important Concept: ERP Data : frequently used data that remains the same over a long period

STRATEGIC LOGISTICS MANAGEMENT James R. Stock Division of Marketing College of Business Administration University of Oklahoma Douglas M. Lambert Department of Marketing College of Business Administration

1. Introduction The Department of Provincial and Local Government (DPLG) defined performance management as a strategic approach to management, which equips leaders, managers, employees and stakeholders

ASSET MANAGEMENT solutions smec.com About SMEC SMEC is a professional services firm with a global footprint that provides high-quality consultancy services on major infrastructure projects. With over 5,300

Leaders Understanding and Improving Performance Where It Counts What is the Leaders Programme? Leaders is an action-oriented, practical programme which identifies the most vital supply chain improvements

ERP Areas and Modules / Trading These modules reflect the multi national character of the SoftBASE Business Suite. They support multiple languages, currencies, and adapt easily to cultural differences.

Best Practice Working Capital Introduction to bpworkingcapital & Services MacArthur Discussion Group 7 th April 2010 About bpworkingcapital Specialists in Best Practice Working Capital Improvement Focus

Plan forecast optimise Don t Forecast the future, CONTROL IT Reflex Business Forecasting breaks new ground. This is sales forecasting software with unique features that allow you to create real value for

The Cranfield Project an opportunity for your business Applying learning to real business issues At Cranfield School of Management we believe that Logistics and Supply Chain excellence is both a desirable

STATE OF OHIO (DAS) CLASSIFICATION SPECIFICATION CLASSIFICATION SERIES Sourcing MAJOR AGENCIES All Agencies SERIES NUMBER 6451 EFFECTIVE DRAFT SERIES PURPOSE The purpose of the sourcing occupation is to

Principles of Operations Management A knowledgeable and skilled workforce is your most valuable asset. Ensure your supply chain and operations management teams have the foundational knowledge to take your

Chapter 8 Order Management and Customer Service Order Management executes the operating plan based on demand forecast. It is the interface between buyers and sellers and consists of: Influencing the Order

CPIM Review Program APICS (www.apics.org) offers their CPIM Certified In Production and Inventory Management program to supply chain professionals. Since 1974, more than 60,000 SCM professionals have received

Transforming Enterprise OpenERP Solutions www.apagen.com About Apagen Appearance Apagen Solutions, head office is based out of Delhi Apagen is a sister concern of Enventa Group Track record of world class

II. MAPPING OF LOGISTICS SERVICES A. Scope of Logistics Service Provision There is no universally agreed definition for logistics, and the role may be interpreted in very different ways across the region.

Management Overview Flexibility and agility are essential for any business operating locally, regionally, or globally. Epicor s iscala ERP offers a flexible and agile sales solution designed to support